Page 8 - TELEWAVE JULY-2016

 Hardship allowance and criteria for defining hardship AIBSNLEA The existing system may continue with doubling the existing allowance. 5. Variable Pay / Performance Related Pay 5.1 Should there be fixed salary and a variable component which is related to the performance of the individual. If so what should be the amount/proportion? AIBSNLEA Yes there should be a fixed salary and a variable component which is related to the performance of the individual. And that amount may be 200% of the salary. The similar benefit should be extended to superiors of the individual also. 5.2 What in your opinion should be the basis/criteria for granting performance related pay? AIBSNLEA The PRP may be given based on GPMS/IPMS Cards and achievements more than 50% over the targets. 5.3 Whether performance related payment be allowed on the basis of distributable profit of the Enterprise? Section 8 companies under the Companies Act, 2013 by definition are not for profit companies and if the PRP is linked to distributable profit, their employees are denied performance incentives. How to reward the performance in Section 8 companies? AIBSNLEA For the service industry like BSNL, where the obligation of Govt. of India is undertaken at the cost of BSNL profit. Hence the performance related payment be allowed on the basis of distributable profit of the Enterprise is not applicable to BSNL. 5.4 How do you rate the present system of PRP in vogue? Give your comments / suggestions in respect of each of the following:  Rates i.e. % of Basic Pay payable as PRP at different grades in different Schedules of CPSEs  Weightage for different MoU ratings  Proportion and ceiling of PRP to be given out of current PBT and incremental PBT of a CPSE  Performance Management System (PMS) AIBSNLEA The system is yet to be implemented in BSNL hence no comments. 5.5 What are your views on Bell Curve approach being followed currently under the PMS? Give your suggestions for improving the PMS AIBSNLEA It is not acceptable in BSNL since it has got a Govt. legacy. Moreover, the Bell curve approach is abandoned many new age companies and MNCs in India and abroad, since it is not truly reflecting the measurable performance of the employees. 5.6 Any suggestions to incentivise performance and to have a more equitable system AIBSNLEA The system is yet to be implemented in BSNL hence no comments. 6. Recruitment, Promotion, Attrition 6.1 What is the number of executives leaving in each category during the last 5 years and its percentage to the total strength in the concerned category? Is it comparable with other CPSEs and Private companies operating in the same sector? What could be the main reasons for their leaving your CPSE? 6.2 What is the system of recruitment of management trainees or equivalent levels in your organization? 6.3 Are you recruiting management trainees through campus recruitments? If so, please indicate the names of institutions from which such campus recruitments have been made and criteria for identifying the institution. 6.4 What is the current promotion policy in your CPSE and there any changes in the offing? TELEWAVE 8 JULY-2016